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Media Planning
Published : April 18, 2009 | Author : geetha | Rating :   |
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 The media plan identifies and details the media schedule that is to be used. A media schedule specifies how the media budget is to be spent. Although the level of detail of a media schedule can vary, it can include the specification of up to four types of media factors:
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Message Strategy & Tactics
Published : April 18, 2009 | Author : geetha | Rating : |
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| Comparative advertising is a form of advertising in which two or more named or recognizable brands of the same product class are compared and the comparison is made in terms of one or more product attributes. The comparisons can be implicit (brands implied but not named), or explicit (brands named); the comparisons can be verbal or visual; and the claims can be of complete superiority, of superiority on some attributes but not on others, or of parity; and the advertised brand can have a market share smaller than, roughly equal to, or greater than the comparison brand. Obviously, not all types of comparative ads are equally effective, and we will discuss below what is currently known about which types work best.
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Advertisement Campaign Planning
Published : April 18, 2009 | Author : geetha | Unrated |
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| It should be obvious that it is vitally important to understand clearly what kinds of objectives can be set for an ad campaign, and how a choice can be made among them. Without good objectives, it is nearly impossible to guide and control decision making. This chapter will therefore discuss a manager's options regarding objectives, and some characteristics of "good" objectives, at a conceptual level. We will then continue in the next chapter with a discussion of how different advertising situations call for different objectives to be targeted.
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Advertising and Publicity - Introductio
Published : April 18, 2009 | Author : geetha | Unrated |
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| Advertising is defined as any paid form of nonpersonal communication about an organisation, product, service, idea that can be traced back to an identified sponsor. The nonpersonal component means that advertising involves mass media (viz. newspaper, magazines, TV, radio etc) that can communicate to a large audience. Also it means that there is no immediate possibility of a feedback. Therefore the advertiser should consider the probable response of the audience before the message is sent.
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Fundamentals of Successful Selling
Published : April 18, 2009 | Author : geetha | Unrated |
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| Every business in the world has some certain unique features, which has to be learnt and practiced a lot in order to be successful in an enterprise. For example, a swimmer has to do practice regularly for hours in order to keep them fit for competitions. Even though the swimmer has succeeded in number of competition he has to work out regularly, everyday in order to defend his position at the highest level.
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Salesmanship
Published : April 18, 2009 | Author : geetha | Rating : |
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| Sales management, personal selling, and salesmanship are all related. Sales management directs the personal-selling effort, which, in turn, is imple¬mented largely through salesmanship. In managing personal selling, the sales executive must understand the many activities comprising the salesperson's job (including salesmanship), know the problems sales personnel meet (including many in salesmanship), and suggest solutions (including ways to handle prob¬lems in salesmanship).
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Remuneration of Salesmen
Published : April 18, 2009 | Author : geetha | Unrated |
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| Money, has limited potential as a motivator. In Maslow's hierarchy, money loses motivating power once an individual satisfies physiological needs and most safety and security needs, retaining only declining residual motivating power in fulfilling esteem and self-actualization needs (inso¬far as a larger income can fulfill them). In Herzberg's motivation-hygiene model, money is a hygiene factor, contributing to the prevention of job dissatisfaction but otherwise not motivating at all.
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Training of Salesmen
Published : April 18, 2009 | Author : geetha | Rating : |
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| The purpose of sales training is to achieve improved job performance. In the absence of training, job performance improves with experience. Train¬ing substitutes for, or supplements experience, so sales personnel given training reach high job performance levels earlier. In most, companies, the rate of sales personnel turnover is higher for new personnel than for experienced people- often new sales personnel find themselves unprepared to perform their jobs sat¬isfactorily, become discouraged, and leave the company. If sales training helps new sales personnel to perform their jobs satisfactorily, the rate of sales person¬nel turnover declines, recruitment and selection costs fall, and overall efficiency of the personal-selling operation climbs.
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Determining the Size of the Sales Force
Published : April 18, 2009 | Author : geetha | Unrated |
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| Management makes its second key decision on personal-selling strategy when it decides the size of the sales force. Having determined the kind of salesperson that best fits the company's needs, management now determines how many are required to meet the sales volume and profit objectives. If the company has too few salespersons, opportunities for sales and profits go unexploited, and if it has too many, excessive expenditures for personal-selling (even though they may bring in additional sales rupees) reduce net profits. It is difficult, perhaps impos¬sible, to determine the exact number of salespersons that a particular company should have. Three basic approaches are used in approximating this number: (1) the work-load method, (2) the sales potential method, and (3) the incremental method. Each provides needed insights on the "right size" of sales force, al¬though none produces a definitive answer.
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Duties of the Sales Manager and Control of Salesmen
Published : April 18, 2009 | Author : geetha | Unrated |
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| "Sales management" originally referred exclusively to the direction of sales force personnel. Later, the term took on broader significance—in addition to the management of personal selling, "sales management" meant management of all marketing activities, including advertising, sales promotion, marketing research, physical distribution, pricing, and product merchandising. In time, business, adopting academic practice, came to use the term "marketing management" rather than "sales management" to describe the broader concept. Then, the Definitions Committee of the American Marketing Association agreed that sales management meant "the planning, direction, and control of personal selling, including recruiting, selecting, equipping, assigning, routing, supervising, paying, and motivating as these tasks apply to the personal sales force."
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Sales Organization
Published : April 18, 2009 | Author : geetha | Rating : |
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| Effective sales executives insist upon sound organization. They recognize that the sales organization must achieve both qualitative and quantitative personal-selling objectives. Over the long haul, it must achieve qualitative objec¬tives-those concerning personal-selling's expected contributions to achieve¬ment of overall company objectives. In the short run, it must attain the quantita¬tive personal-selling objectives-not only sales volume but other objectives related to "profit" (such as keeping selling expenses within certain limits) and to "competitive position" (such as attaining given market shares). Achieving short-run quantitative personal-selling objectives precedes attainment of the long-run qualitative personal-selling objectives. The effective sales executive looks upon the sales organization both with respect to the "here and now" and to the "fu¬ture." But the sales organization makes its major contribution in the present and the near term-recognizing this, the effective sales executive builds both sales-mindedness and profit-mindedness into the sales organization.
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Distribution – Importance and Methods
Published : April 18, 2009 | Author : geetha | Unrated |
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| Marketing channels are behind every product and service that consumers and business buyers purchase everywhere. Yet in many cases, these end-users are unaware of the richness and complexity necessary to deliver what might seem like everyday items to them. Usually, combinations of institutions specializing in manufac¬turing, wholesaling, retailing, and many other areas join forces in marketing channels. These deliver everything from mutual funds to books, from medical equipment to office supplies, to end-users in both businesses and households. This chapter defines the con¬cept of a marketing channel, and then discusses the purpose for using marketing chan¬nels to reach the marketplace, the functions and activities that go on in marketing channels; membership in marketing channels; and how a framework for analysis can improve the channel decisions made by an executive acting as a channel manager or designer.
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The Nature of Marketing
Published : April 18, 2009 | Author : geetha | Rating : |
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| Marketing is a process that marketing managers execute. In a number of instances, a marketing manager does not manage people, but manages the marketing process. A product manager is an example of such a marketing manager; s/he manages the marketing process for a product within a larger marketing organization. We, as consumers, see the results of that process in the form of products, stores, shopping malls, advertisements, sales pitches, promotions, prices, etc. This process usually involves four phases.
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Marketing of Rural Produce
Published : April 17, 2009 | Author : franklin | Rating : |
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| In this chapter, we discuss marketing agencies, marketing institutions and, marketing channels through which farm products move from producers to consumers. A very small proportion of farm produce moves directly from farmers to consumers. Most of the farm products move to consumers through several agencies/institutions and channels. The role played by marketing agencies and institutions in the marketing system in quite indispensable as these perform important marketing functions. They also help in expanding the markets for farm products and add value to the products.
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